Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/284834 
Erscheinungsjahr: 
2021
Quellenangabe: 
[Journal:] Human Resource Management [ISSN:] 1099-050X [Volume:] 60 [Issue:] 5 [Publisher:] Wiley Periodicals, Inc. [Place:] Hoboken, USA [Year:] 2021 [Pages:] 737-752
Verlag: 
Wiley Periodicals, Inc., Hoboken, USA
Zusammenfassung: 
Due to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo‐Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo‐Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed.
Schlagwörter: 
comparative human resource management
convergence
divergence
expatriate
expatriate performance management
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